隨著科技進步，電子商務及零售市場競爭越趨激烈，加上消費者行為及需求的改變，促使零售業者紛紛發展全通路購物環境，以滿足消費者需求及提升市場競爭力。 近年來，電子商務平台起家的Amazon及阿里巴巴或是量販店起家的家樂福及大潤發，近期都不斷擴展實體通路的實力，代表物流體系在零售業不可或缺的重要地位。馬雲提出的「新零售」基礎還是建構在「O2O」上，差別在於O2O是透過線上行銷將人導到線下消費，而新零售著重在要做到讓兩者分野不再如此明顯，除了發揮O2O原本的優勢，更進一步觸及線下消費者，透過CRM放大雙方價值及打破彼此的界限。 本研究目的為探討個案公司在虛實整合不同階段所擬定的策略，執行時遇到的問題及如何解決，透過商品預售全店取貨服務是否有效提升競爭力，以及面對外在競爭未來該如何因應。 ;As technology advances, the competition between the E-commerce and retail markets is more and more fierce. Coupled with changes in consumer behavior and demand, retailers develop Omni-Channel shopping environments to meet consumer demand and enhance market competitiveness. In recent years, Amazon and Alibaba, which started from E-commerce platforms, or Carrefour and RT-Mart, which began with wholesale stores, have recently expanded their physical channel capabilities. They represent the important position of the logistics system in the retail industry. The foundation of "new retail" which Ma Yun’s proposed is still built on “O2O”. The difference is that O2O used to direct people to offline consumption through online marketing. The new retail is focused on making the difference between online and offline not so obvious. In addition to using O2O′s original advantages, it further touches offline consumers. Through CRM, it amplifies the value of both sides and break the boundaries between them. The purpose of this study is to explore the strategies that the case companies have developed at different stages of real and virtual integration, the problems they encountered during the implementation, and how to solve those problems. Besides, I will study whether pre-purchasing and the entire store pick-up service can promote competitiveness, and how to deal with the future of external competition.
